Download A Delicate Balance: Portfolio Analysis and Management for by Eric Landree, Richard Silberglitt, Brian G. Chow, Lance PDF

By Eric Landree, Richard Silberglitt, Brian G. Chow, Lance Sherry, Michael S. Tseng

This description of the applying of the RAND Corporation1s PortMan portfolio research and administration procedure and Delphi consensus-building technique for the nationwide safeguard business enterprise (NSA) details Sharing providers (ISS) department highlights how those tools permit the data-driven research of undertaking portfolios and the allocation of analysis and improvement (R&D) and operations and upkeep (O&M) assets in response to worth, possibility, and value.

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Extra info for A Delicate Balance: Portfolio Analysis and Management for Intelligence Information Dissemination Programs

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John Wiley & Sons, 2007. 43 44 A Delicate Balance Institute for International Research, Portfolio Management for New Products and Services, February 2010, Web page announcing conference, undated. xml McKenna, Patrick, Modern Portfolio Theory: Driving Project Portfolio Management with Investment Techniques, August 15, 2006. html Maizlish, Bryan, Robert Handler, and Ronald L. : John Wiley & Sons, April 2005. : John Wiley & Sons, 2004. , “German Delphi on Corporate Foresight,” Foresight Brief, No.

This occurs as a result of the different EV-to-cost ratios for each project and LP method, which results in the selection of projects that combine to achieve the highest portfolio EV for the available budget. 5 SERV1 SERV2 TOOL2 SERV3 TOOL1 SUPP3 SUPP1 SERV5 TOOL3 SUPP7 SUPP2 SUPP4 SERV4 SUPP6 MOD1 SUPP5 TOOL4 Portfolio Total EV Project EV Project Name 22 A Delicate Balance PortMan Evaluation of the NSA ISS Portfolio 23 up may be used to select a less-expensive project, even if that project has a lower project EV.

Individual project cost can play an important role in achieving the highest expected value for a given portfolio. 3 would suggest that in the event of a reduction in budget, the projects with the lowest project EV should be cut first. However, inclusion of the project cost information resulted in a different outcome. To achieve the highest possible portfolio EV for a particular program budget, the project EV-to-cost ratio must be taken into account. Therefore, although project-level EV is a useful metric for ranking the relative contribution of individual projects within a portfolio, decisionmaking based on project-level EV alone may not lead to the highest possible portfolio EV for the available budget.

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